5 Business Books to Learn From

Pricing is one of the most critical decisions a company can make, but the vast majority of executives give it an educated guess at best—leaving 25% to 100% of their potential revenue on the table. Turn what you charge into a strategic weapon with this crash course on the psychology of pricing, written by the founder of Simon-Kucher & Partners, the premier global consultancy in this field. (Make sure you check out the case study on the London Olympics, which generated more revenue than the three previous Olympics combined.)

Pre-SuasionA Revolutionary Way to Influence and PersuadeBy Robert Cialdini

Courtesy of Simon & Schuster

Many believe that Cialdini’s bestseller, Influence, made him the top mind on this subject. Now he has produced a book that shows how to multiply the effects of your persuasion. The key is to take the right steps before you attempt to influence someone. This book reveals the proper timing and setup, something many sophisticated marketers don’t know.

Right Away and All at OnceFive Steps to Transform Your Business and Enrich Your LifeBy Greg Brenneman

Courtesy of Rosetta Books

Every company is in perpetual turnaround mode today. Brenneman—ex-CEO of Burger King and PwC Consulting and past COO of Continental Airlines—offers a succinct formula to evaluate whether your business can be saved and, if so, how to do it. No matter what business you’re in, you’ll profit from the advice of the king of turnarounds.

The Coaching HabitSay Less, Ask More & Change the Way You Lead ForeverBy Michael Bungay Stanier

Courtesy of Box of Crayons Press

I’ve long hoped we’ll replace the term “manager” with “coach.” Stanier shows why it is imperative to do so in a data-driven age and how leaders can guide people in 10 minutes a day or less. Tapping key findings in behavioral economics, he reveals the seven questions coaches must ask to achieve phenomenal results.

How to Have a Good DayHarness the Power of Behavioral Science to Transform Your Working LifeBy Caroline Webb

Courtesy of Crown Business

If the thrill is fading from your work, economist and former McKinsey partner Webb has the antidote. Drawing on brain research, she shows how to make more of your daily tasks pleasurable, max out your creativity, and add to your impact by putting in place the seven building blocks of a good day. Webb will show you how to prevent burnout so you arrive at your desk excited and leave energized.

A version of this article appears in the December 15, 2016 issue of Fortune with the headline “5 Books to Learn From.”

Jony Ive Says Apple’s New Design Book Was a ‘Responsibility’

Apple design chief Jony Ive says his company had no choice but to release a book detailing some of its product designs over the last two decades.

Speaking to cultural site Dazed in an interview published this week, Ive said that the company “had a responsibility to…archive” some of its best designs. He noted that Apple aapl has spent the last eight years developing the book it announced this week, Designed by Apple in California, and felt it was only right to release it to the world.

“Honestly, it felt more of an obligation than something that we felt really compelled to do,” said Ive. “The reason for that, and I guess it’s a fairly obvious one, is that as designers, we are far more interested in and consumed by the future; in what doesn’t exist yet. But we’ve been working together for 20, 25 years, and it felt like the right and appropriate thing to do. You get a sense of what we’ve learned as a team and of how technology is evolving.”

The coffee table tome details the company’s product design from the 1998 iMac to the 2015 Pencil. While it’s mainly a big picture book, it also includes mention of the materials and design philosophies Apple employed to create its many iconic products. Dedicated to late Apple co-founder Steve Jobs, the book comes in two sizes, priced at $199 for the smaller version and $299 for the bigger option.

In a statement accompanying the book, Ive said that he wanted it to be “a resource of students of all design disciplines.” In his interview with Dazed, which was earlier discovered by 9to5Mac, he explained in more detail the design philosophy that he believes, makes Apple’s products aesthetically appealing.

“What we try to do is get to a point where it seems almost undesigned, where it seems so obvious that an alternative would seem contrived and not rational,” he said. “To get to that point of that ‘perceived inevitability’ is extremely difficult.”

For more about Apple’s iPhone 7, watch:

Ive then shifted his attention to other topics, including Jobs, the man for whom the book was made. He said they worked well together and took a holistic approach to design.

“It’s an entire approach, an entire attitude towards the work,” Ive said. “I think it was the all-consuming nature of it being about the product. It begins and ends with the product and if your absolute and complete focus is sincerely to try and make the very best product, then all of the other issues tend to resolve themselves.”

Apple’s Latest Release Is a Book That Comes in 2 Sizes

Apple is releasing a new book showcasing the last 20 years of its design—and it’s doing it in true Apple form.

Titled Designed by Apple in California, the book focuses on the company’s product design from the 1998 iMac to the 2015 Apple Pencil. While in part it’s a large picture book, it also discusses the materials used in Apple products as well as the techniques its design team has used to deliver its many computers, smartphones, wearables, and accessories.

The book is dedicated to late Apple co-founder Steve Jobs, a man who positioned the company to focus on design.

“The idea of genuinely trying to make something great for humanity was Steve’s motivation from the beginning, and it remains both our ideal and our goal as Apple looks to the future,” Jony Ive, Apple’s chief design officer, says in a statement. “This archive is intended to be a gentle gathering of many of the products the team has designed over the years. We hope it brings some understanding to how and why they exist, while serving as a resource for students of all design disciplines.”

Apple’s AAPL book, which gets its name from the same text that appears on the products the company sells, will be offered just like any other Apple product.

Like its iPhones and iPads, the book will be available in multiple sizes. The first is a “small” version that measures 10.2 inches by 12.75 inches. The “large” version measures 13 inches by 16.25 inches. And just like every other Apple device, the bigger the size, the more customers will pay. The small version starts at $199 in the U.S., compared to $299 for the large version.

In a bid to justify the lofty price tag, Apple notes the book will come with 450 images photographed by Andrew Zuckerman, a well-known photographer best-known for snapping shots on stark white backgrounds. In addition, Apple says it took great care with the all-white book’s design. It’s printed on “specially milled, custom-dyed paper with gilded matte silver edges, using eight color separations and low-ghost ink.” It’s also linen-bound, hardcover, and was developed over eight years.

For more about Apple’s iPhone 7, watch:

Designed by Apple in California goes on sale on Wednesday online and in select Apple Stores across the United States.

Amazon Charges Non-Prime Customers More In Bookstores

Amazon customers who sign up for the e-commerce giant’s $99-a-year Prime program receive a variety of online benefits ranging from free shipping to free cloud storage.

Now Amazon is adding an offline benefit as well. For the past few months, clerks in Amazon’s three retail bookstore have been asking customers at checkout whether they are members of the Prime program, the web site Geekwire reported. Members get charged the same discounted prices for books that are available on Amazon’s website. Non-members, however, pay the full list price.

Books in the stores don’t carry price tags. Instead, customers have to use a scanner to see the price. The scanners now return two prices for each book, one for Prime members and one for non-members, Geekwire reported.

The policy is similar to Barnes & Noble’s $25-a-year membership plan. Members get free shipping for online orders and discounts of 10 to 40% off purchases in stores.

Amazon’s stores are an experimental effort, designed in part to test what online retail strategies and tactics also might boost sales in physical stores. Differential pricing could prompt more consumers to sign up for Prime, which has been shown to make Amazon shoppers more loyal. Amazon has previously brought other pieces of its online strategy to the stores, such as posting a book’s online reviews and star ratings. The stores also serve as a showcase for Amazon’s hardware products such as the Kindle e-reader.

CEO Jeff Bezos has said his company will open more stores in an effort to learn more about how to succeed at offline retailing. Amazon has opened modest-sized bookstores in Seattle, San Diego and Portland with plans to open soon in Chicago and a Boston suburb. The company is also planning to open a chain of small grocery stores, The Wall Street Journal reported last month.

In typical fashion, Amazon hasn’t said much about how the stores are doing or how many it ultimately plans to open. Last week, Andy Jassy, who heads the company’s cloud unit, Amazon Web Services, repeated the company line that the stores are an experiment. “So far, we’re really pleased with the early results,” he said.

For more on Amazon’s store strategy, watch:

The moves into physical retailing come more than 20 years after Bezos started the company as a simple bookselling website. Now, Amazon amzn is the largest online seller of books and many other goods. At the same time, Walmartwmt, the largest physical retailer in the country, boosted its online efforts this year by buying the e-commerce startup Jet.com for $3 billion.

All the Valuable Worklife Lessons in This Autobiographical Ode to Pixar

In his new book, excerpted in the new issue of Fortune magazine and posted online Wednesday, Lawrence Levy wisely ties his experience as the chief financial officer of Pixar to his boss, Steve Jobs. Five years after his death and with millions of words typed about him, we remain fascinated by every aspect of the life of the business and creative genius who upended so many industries.

Yet the best parts of Levy’s book aren’t really about Jobs. And they aren’t about making animated films or the power of innovative technology. In fact, To Pixar and Beyond: My Unlikely Journey With Steve Jobs to Make Entertainment History is a lovely and surprising discourse on topics business books rarely touch. Levy is a rare humanist in the world of finance and technology. In describing the pre-IPO, pre-Toy Story Pixar, he captures the fragile and wonderful workplace dynamic anyone who loves their (difficult) job can appreciate.

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Levy’s experience was unique. Tasked by Jobs to take public a company that fit no one’s norms of an IPO prospect, Levy shows his diligent quest to learn how to position Pixar to investors. He also learned valuable lessons on the job about how to be an intermediary between a powerful but not-always-present leader and the people whose sweat equity made Pixar what it was. You wouldn’t be wrong in assuming there was tension between the great man and his employees. Reading how Levy played go-between is eye-opening and inspiring.

For more on Pixar, watch:

So let’s see: This delightful book is about finance, creative genius, workplace harmony, and luck. (Levy never does explain exactly why Jobs chose him to be Pixar’s CFO.) That’s a lot for one volume by a first-time author with a legal and financial background covering exceedingly well-trod material. At the very end, Levy’s book takes a totally unexpected turn toward being about life itself, and I won’t spoil the ending for you. Life obviously is about more than business, but few books discuss both so well. To Pixar and Beyond goes on sale Nov. 1.

Who knows what evil lurks in the hearts of men? Eugene Soltes does, at least if the men are disgraced corporate executives. Soltes, an associate professor at Harvard Business School, struck up relationships—mainly by phone, email, and letter—with close to 50 prominent white-collar criminals in order to learn what made them tick, why they blew it all, and what, if anything, distinguishes them from us. He eventually got to know Ponzi schemers Bernard Madoff and Allen Stanford, former Tyco CEO Dennis Kozlowski, Enron CFO Andy Fastow, ImClone CEO Samuel Waksal, McKinsey partner Anil Kumar, KPMG partner Scott London, and many others.

The resulting book, Why They Do It: Inside the Mind of the White-Collar Criminal (Public Affairs, 447 pages), comes out October 11. For this article, Soltes also struck up a brief telephone relationship with Fortune legal affairs writer Roger Parloff, though he has not yet been convicted of anything.

Fortune: When did you start working on this project and why?

The project began almost a decade ago, although at the time it wasn’t even a scholarly endeavor. It was just my curiosity. I was a graduate student, finishing my doctorate at the University of Chicago School of Business. One night I was working on my dissertation, which involved a large empirical dataset, and was waiting for some data output. I was watching TV and came across a show on MSNBC called Lockup—a cross between a reality and documentary show.

It was about criminals—mostly violent offenders. From this I started wondering: What about all the nonviolent offenders—like the executives I’d read about in the papers. That spurred me to write down the first ten questions that came to mind and to send letters to a number of prominent white-collar criminals. That led, down the road, to this project.

Were most the white-collar criminals fundamentally like you and me, or were they sociopaths?

By and large, they were like us. That’s one of the main things I took away in this project.

Once they’ve been indicted or convicted, we tend to distance them from ourselves and say we’d never do this. We’re not like them. But when we look at their errors more carefully, they’re actually ones we are all susceptible to making. The main difference is that we are not generally in those types of leadership positions that when we make an error it actually has that kind of cataclysmic consequences on thousands or tens of thousands of people.

The main challenge that not just managers face, but that we all face as humans, is that we’re not hardwired to detect harm that we’re doing when the harm is distant. It’s not enough to know the difference between right and wrong. One actually has to feel that one’s actions are harmful to avoid going forward. So take something like insider trading. You don’t see the victims. It’s actually impossible in many instances to identify who those victims are. So it’s not surprising that if you engage in insider trading, there’s not going to be any internal alarm screaming out that you’re engaging in some extraordinarily heinous crime.

So I could sit in a room all day with these executives and never be worried about them going into my back pocket and taking $5 out of my wallet. They’re socialized. They wouldn’t do that. Yet many of these individuals—I’ve held stock in some of their firms—they’ve taken actually far more than that out of my retirement account, or my stock account. But they don’t feel any kind of deep harm in doing so. That’s a discrepancy.

Was Bernie Madoff a sociopath?

Out of all the individuals I’ve spent time with, Madoff is different. Unlike other managers, Madoff knew his victims in intimate ways—they were family, friends, people in his religious circle.

Madoff is a brilliant individual. Cordial. Open. I see why he was such a successful manager in terms of bringing people into his fund and taking on this leadership position. But he doesn’t feel a great deal of remorse for his actions. He’s simply less empathetic.

Did most people feel remorse?

Very few. That was something that did surprise me. That’s something I found puzzling for awhile until I started appreciating the fact that it’s hard to feel deep remorse if you don’t actually see the people whom you’ve hurt. You read that you’ve harmed the integrity of the markets—but that doesn’t resonate internally with us very well.

Do you think any of the people you met were actually innocent?

There were a couple cases where the penalties they faced seemed quite remarkable. One person that particularly resonated with me Scott Harkonen, the CEO of a biotech firm called InterMune. In his case they were developing a new drug for a fatal lung disease called IPF (idiopathic pulmonary fibrosis). They ran this trial. When the results came back, they found some things potentially working, and other things weren’t quite so successful. They put together a press release describing all the technical detail, all the nitty gritty. But they started the press release at the top saying that the trial demonstrated that this had some success in treating IPF. A number of years later the government went after them for fraud, saying that “demonstrate” was misleading. And in his particular case, I’d say the word “suggest” would probably have been a more conservative way of framing it. But he faced up to 10 years in prison, which is what the government sought.

He received probation, but, still, the effects on his life and career are really extraordinary. He spent millions of dollars in defense. The loss of his license. The loss of his reputation.

And I look at the current political discourse, and some of the things that our potential leaders are saying, and how they frame them, and I think of how Scott Harkonen faced ten years in prison because he used the word “demonstrate” rather than “suggest”?

The two major presidential candidates have each been accused by their critics of criminal wrongdoing. How do their personalities and temperaments stack up against those of the people in your book? [This interview took place before disclosure of the 2005 Access Hollywood video in which Republican candidate Donald Trump made lewd comments about groping women.]

There’s a trait associated with being a leader of any large firm. We have people who are CEOs and CFOs come regularly to Harvard Business School and there’s a lot of similarities. You don’t become head of large firm by luck. There are some characteristics of temperament that allow you to get there. Temperament, discipline, and self-control are crucial.

I see momentary lapses of self-control and restraint as being one of the things that actually undermined the executives in my book. They showed discipline and self-control for decades. But we all have momentary lapses.

I think Secretary [Hillary] Clinton has said about her email server: This was a mistake. It was a lapse in judgment.

And then I think what we’ve seen from Mr. Trump is, he’s struggling to maintain that discipline and temperament in any consistent way. It’s actually being able to maintain discipline and control under stress, under different circumstances, which is, it seems to me, one of the most important characteristics of being a successful leader. This is what took down the people I’ve been speaking with, who are, in many cases, really remarkable individuals. Brilliant individuals. And when you see the mistakes they made, and how that has changed their lives and careers and harmed others, it is really remarkable and humbling.

So when I look at the political candidates, I think of that. It doesn’t require very many mistakes to have really catastrophic consequences not only for their own careers, but for those around them. In the business context, the victims are shareholders. But in politics, the victims would be us, and citizens of the world.

60-Second Book Review: What Happens After the Robots Take All Our Jobs?

The specter of technology automating all our jobs has loomed over American discourse for so long it feels as if it must be exaggerated. But Economist senior editor Ryan Avent argues in his compelling new book, The Wealth of Humans, that as computers more seamlessly integrate into everything, mass employee displacement is both inevitable and imminent.

Consider the industrial revolution: It didn’t remake the world economy until well after the technology that powered it was first developed, Avent writes—but once it did, it took a World War and the invention of welfare to return stability to the world.

Avent predicts that when the new computerized industrial revolution reorganizes the economy, social unrest will follow—unless government and societal institutions can adequately reform (think new welfare programs) to handle the change. Observing the current state of political gridlock in the U.S. and elsewhere, Avent isn’t optimistic it will happen without a fight.

Cocktail party takeaway: The share of all income earned from labor has been shrinking since 1990. Good news for investors, bad news for workers.

For more on the future of jobs, watch this video:

A version of this article appears in the October 1, 2016 issue of Fortune with the headline “What Happens After the Robots Come?”

A Back-to-School Reading List for Women (and Men!) in Business

Do you have a mansplainer in your office? How about a “bropropriator” (a man who takes credit for his female team members’ work) or an “undermine-her” (a guy who patronizes women with terms like “kiddo” or “young lady”)? Yes, journalist Jessica Bennett’s new book is packed with corny—if catchy—names for the sexism many women encounter at work, but her advice for dealing with this bad behavior is serious. Inspired by her own group of friends, who met monthly to discuss their professional victories and frustrations, Bennett has assembled a novel handbook for the modern working woman.

Like a cubicle anthro­pologist, she lays out a taxonomy of common office saboteurs, ways women inadvertently play into sexist stereotypes, and career-stalling pitfalls, like getting sucked into “office housework” or being branded “too nice” to lead.

For more on this year’s Most Powerful Women, watch this video:

More important, Bennett provides readers with a litany of strategies for overcoming these hurdles. While women who have managed to battle their way into the upper ranks have likely worked much of this out for themselves, Feminist Fight Club is a worthy addition to the library of any young female professional or frustrated middle manager—or male coworker who wants to help.

Earning ItHard-Won Lessons from Trailblazing Women at the Top of the Business World
By Joann S. Lublin

What do you do if a senior manager at your company propositions you for sex and then tells your colleagues that you slept with him after you turned him down? Carly Fiorina relates undergoing that ordeal—and how she sailed past it to land in the C-suite—in this new compendium of wisdom for the working woman. Author Joann Lublin (one of the first female reporters at the Wall Street Journal) has compiled a repository of advice on a broad spectrum of issues faced by women in corporate America today—and the book is chock-full of personal anecdotes gleaned from hours of interviews with 52 powerful businesswomen.

While the narrative can at times seem disjointed, the stories Lublin recounts will be funny and informative to any aspiring exec. Hewlett Packard Enterprise CEO Meg Whitman discusses the “scheduling wars” and career tradeoffs between herself and her husband. Hearsay Social founder Clara Shih notes the many times she’s been mistaken for a server at tech industry events, and former Yahoo chief Carol Bartz shares the best way to stand in a room full of men: “Spread your feet and put your ‘bitch wings’ on.”

This City Is Getting Amazon’s Latest Physical Bookstore

Amazon.com—whose empire was built around the idea of selling products online—is continuing its counterintuitive march into the brick-and-mortar bookstore business. Its next market will be Chicago.

The e-commerce giant confirmed plans for a fourth physical location in the city’s Lakeview neighborhood on Thursday, according to published reports.

Last November, Amazon opened its first bookstore in the University Village area of Seattle, the company’s hometown, touting it as “a physical extension of Amazon.com.” At the time, Jennifer Cast, vice president of Amazon Books told customers that the retailer “applied 20 years of online bookselling experience to build a store that integrates the benefits of offline and online book shopping.”

It’s not a typical bookstore. The company uses data from its website, such as customer ratings, sales totals, and Goodread popularity ratings, to decide what books to stock on shelves, and it consults human book experts to curate the selection. The stores present books in a more eye-catching fashion with the covers facing out—versus being stacked spine-out—and present information about each book’s Amazon.com rating and an actual customer review. Customers can also demo Amazon devices such as the Kindle and Echo in stores.

Amazon’s move into brick-and-mortar may seem odd for the online retailer whose ascent put plenty of bookstores out of business, but there’s some logic to the strategy. Readers still have strong interest in paper books, and the locations serve as a place for customers to browse real-life books, and—perhaps more importantly—test Amazon devices before purchasing.

Belgians Go Book Hunting, A La ‘Pokémon Go’

Inspired by the success of Pokémon Go, a Belgian primary school headmaster has developed an online game for people to search for books instead of cartoon monsters, attracting tens of thousands of players in weeks.

With Pokémon Go, players use a mobile device’s GPS and camera to track virtual creatures around town. Aveline Gregoire’s version is played through a Facebook group called “Chasseurs de livres” (“Book hunters”).

Players post pictures and hints about where they have hidden a book and others go to hunt them down. Once someone has finished reading a book, they “release” it back into the wild.

“While I was arranging my library, I realized I didn’t have enough space for all my books. Having played Pokémon Go with my kids, I had the idea of releasing the books into nature,” Gregoire told Reuters.